20 pages in length. Operating in the public sector requires a somewhat different approach than that of a for-profit organization, inasmuch as the ultimate goal necessitates a different path to reach this objective. With employee recognition among the top concerns, it is clear to see how the priorities are adapted differently between public sector and for-profit organizations. The aspects of customer spotlight, financial measures and overall business process round out the organizational approach gaining significant speed in today's public sector; utilizing the balanced scorecard methodology provides organizations with just that: the balance between and among the aforementioned areas inherent to success. Bibliography lists 19 sources.
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With employee recognition among the top concerns, it is clear to see how the priorities are adapted differently between public sector and for-profit organizations. The aspects of customer spotlight,
financial measures and overall business processes round out an organizational approach that is gaining significant speed in todays public sector; utilizing the balanced scorecard methodology has increasingly provided organizations with
just that: the balance between and among the aforementioned areas inherent to success. "Operating as mission-based organizations, nonprofit and public sector agencies rely heavily on the skills, dedication, and
alignment of their staff to achieve their socially important goals. Employees and organizational infrastructure represent the thread that weaves through the rest of the Balanced Scorecard. Success in
driving process improvements, operating in a fiscally responsible way, and meeting the needs of all customer groups depends in a large extent on the ability of employees and the tools
they use in support of your mission" (Niven, 2003). II. LEARNING AND GROWTH Niven (2003), the forerunner in illustrating the inherent benefit associated with balanced scorecard methodology, makes an
astute observation by noting how "many organizations will ignore these base ingredients [of employee learning and growth] to building a successful Balanced Scorecard," a decision the author notes as being
perilous to both profits and employee productivity, a coupling he deems inextricable intertwined. Public sector organizations are smart to evaluate a number of areas that pertain to how employees
perform their jobs and whether or not each person is appropriately suited to a given position based upon abilities. Once this evaluation has been achieved, the next thing is
to draw upon the workforce as both a collective and independent entity, whereby employees are encouraged and valued for their individual merits as well as how well they work together.
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